Next Practices Weekly

By i4cpBusiness Management

Next Practices Weekly episodes

May 18, 2023Creating a Culture of Continuous Learning at Virgin Pulse with Diane (Di) Holman, Chief People Officer, Virgin Pulse
In this installment of our Next Practices Weekly series, we will be joined by Diane (Di) Holman, Chief People Officer, at Virgin Pulse. As the leading global digital-first health, well-being, and navigation company, Virgin Pulse empowers organizations across the globe to activate populations, improve health outcomes, and reduce spending. Di guides all aspects of HR, across all global locations and a worldwide employee base.
Join us to find out how she is using talent & learning strategies to create a culture of continuous learning at Virgin Pulse, leveraging technology and collaboration for effective employee development.
You’ll hear from:
Diane (Di) Holman, Chief People Officer, Virgin Pulse
We’ll discuss:
Prioritizing a culture of continuous learning: Creating opportunities for learning, such as workshops, mentorship programs, and online courses.

Using technology to enhance learning outcomes: Embracing digital tools and platforms to make learning more accessible and effective.

Fostering collaboration and knowledge sharing: Using team projects and cross-functional training to facilitate knowledge transfer and create opportunities for employees to learn from each other.
To ensure open discussion, this event is exclusively for HR practitioners. Vendors and consultants are not permitted to attend.
55 min
May 11, 2023How Spirit Airlines Uses Hybrid Work to Drive Transformation with Linde Grindle, Chief Human Resources Officer, Spirit Airlines
In this installment of our Next Practices Weekly series, we will be joined by Linde Grindle, Chief Human Resources Officer at Spirit Airlines. This company is the leader in providing customizable travel options that allow customers to pay only for the options they choose. With plans to double the size of the fleet over the next five years at Spirit Airlines, Grindle is poised to spearhead the expansion team to successfully support this growth and transformation.
Join us to find out how Grindle is using hybrid work, and her expertise to help attract, develop, and retain top talent while strengthening Spirit's culture and driving engagement across the airline.
You’ll hear from:
Linde Grindle, Chief Human Resources Officer, Spirit Airlines
We’ll discuss, how hybrid work can be used in:
Attracting top talent: Offering flexibility, autonomy, and work-life balance.

Strengthening company culture: Promoting collaboration and teamwork, even remotely.

Driving engagement: Enhancing professional development, work-life balance, autonomy, and strategies for measuring engagement.
To ensure open discussion, this event is exclusively for HR practitioners. Vendors and consultants are not permitted to attend.
57 min
May 04, 2023Developing Leaders to Navigate Today's Version of VUCA with Pamela Mattsson, SVP & Organizational Development, Outreach
As the world becomes more VUCA (volatile, uncertain, complex, and ambiguous), leaders need to have a broader set of skills to navigate ambiguity. In this installment of our Next Practices Weekly series, we will examine the strategies that can help leaders develop the skills needed to thrive in today's complex business environment.
You’ll hear from:
Pamela Mattsson, SVP & Organizational Development, Outreach
We’ll discuss:
Increasing complexity and uncertainty: The business environment is becoming more complex and uncertain, requiring leaders to have a broader set of skills and be able to navigate ambiguity like never before. How do we develop leaders to navigate today's version of VUCA?

Culture beats strategy: Organizational culture is not what you "declare" it to be but rather what lives and breathes in the now hybrid hallways of the organization. How do we support leaders to understand their roles as stewards of culture while executing the strategy?

Driving high performance with empathy: Today's contracting market has stimulated a doubling down on efficiencies and high performance. How do we develop leaders to drive high performance with empathy?
To ensure open discussion, this event is exclusively for HR practitioners. Vendors and consultants are not permitted to attend.
56 min
April 27, 2023Managing Microstress for a Healthy and Productive Workplace with Rob Cross, Edward A. Madden Professor, Babson College & Karen Dillon, former Editor, Harvard Business Review
On this episode, we will explore the hidden effects of microstresses in the workplace and our lives. Seemingly benign, microstresses can accumulate to wreck our productivity, lead to burnout, and destroy our culture. Join us to learn what essentials are needed for HR leaders who are looking to support their employees and sustain a healthy workplace culture.
You’ll hear from:
Rob Cross, Edward A. Madden Professor, Babson College; co-founder and Director of the Connected Commons; co-author of The Microstress Effect

Karen Dillon, former Editor, Harvard Business Review, co-author of The Microstress Effect
We’ll discuss:
How to identify microstresses impacting employee well-being

Best practices to counter toxic workplace relationships or unhealthy culture

Personal network strategies to build relationships that support personal, team, and organizational resilience
To ensure open discussion, this event is exclusively for HR practitioners. Vendors and consultants are not permitted to attend.
56 min
April 20, 2023AI in HR: Chat GPT and Beyond with Judy Albers, Director, Research Enablement, i4cp
Artificial Intelligence (AI) is revolutionizing the way HR professionals operate in their roles. With the use of AI-powered recruitment tools and employee management systems, HR teams are now able to streamline their processes and improve the overall employee experience.
In this installment of our Next Practices Weekly series, we will explore the latest trends and innovations in AI for HR, including the capabilities of ChatGPT. This session will also cover best practices for implementing AI in HR processes, including tips for ensuring successful adoption and integrating AI with existing HR technologies.
Speakers Include:
Thomas Stone, Senior Research Analyst, i4cp

Judy Albers, Director, Research Enablement, i4cp
What to expect:
Gain an understanding of the current and near-future uses in HR of ChatGPT and similar AI tools

Discuss what questions organizations are asking about AI-related policies

Uncover what actions you can take now to stay current on this rapidly evolving topic
Attendees will come away with actionable insights on how to navigate the rapidly evolving landscape of AI in HR and the opportunity to ask questions and share insights amongst like-minded peers and our team.
To ensure open discussion, this event is exclusively for HR practitioners. Vendors and consultants are not permitted to attend.
55 min
April 13, 202310 Takeaways from the i4cp 2023 Conference with i4cp Senior Research Analyst Tom Stone and Carrie Bevis, Managing Director, Communities & Partnerships
On this episode, i4cp Senior Research Analyst Tom Stone and Carrie Bevis, Managing Director, Communities & Partnerships, discussed takeaways from the 2023 i4cp Next Practices Now conference held recently in Scottsdale, Arizona and was our biggest conference ever. Here are the 10 areas they hit on -- watch the recording or download the slides to learn more.
Culture Renovation and Culture Fitness

Corporate Board and CHRO Alignment

Artificial Intelligence

Diversity, Equity, Inclusion, Belonging, and Allyship

Flexible, Remote, and Hybrid Work

Holistic Well-Being and Microstress

Talent Challenges: Skills and Talent Mobility

People Experience and EVP

Trust and Psychological Safety
Links to i4cp resources shared on the call:
Upcoming i4cp virtual events

2023 i4cp Next Practices Now Conference

i4cp’s Next Practice Award Finalists (Ten Organizations)

Press Releases regarding Next Practice Award Winners

Recording of the i4cp NPW event that focused on the Culture Fitness study

Member-only Brief: Human Capital Data Considerations for Corporate Board Directors

Member-only flash call: AI and ChatGPT

Member-only DEI Maturity Model

i4cp Report: Next Practices in Holistic Well-Being

Member-only: i4cp's Guidebook: Talent Mobility and Internal Talent Marketplaces
Links to external resources shared on the call:
Best Buddies International

Dress for Success

GitLab's Remote Playbook

Book (Amazon link): The Microstress Effect, by Rob Cross and Karen Dillon

Article: "How Building a Culture of Career Mobility Can Help Retain Talent," by Kevin Oakes, Harvard Business Review
54 min
April 06, 2023Revolutionizing Hybrid Work At Getty Images By Focusing On Culture with Nicole Underwood, VP, of HR Business Partners & Operations, and Marie Potter, Senior Director, Culture & Development
On this episode, i4cp Senior Research Analysts Katheryn Brekken and Tom Stone facilitated a conversation with special guests Nicole Underwood, VP, of Human Resources Business Partners & Operations, and Marie Potter, Senior Director, Culture & Development, at Getty Images. Here are some highlights from the call:
Getty Images has three brands: Getty Images, iStock, and Unsplash. They have around 1,700 employees.

Their global human resources organization is comprised of 60 HR professionals, supporting 17 functions across 33 countries. The team is structured into five areas: HR Business Partners, HR Operations, Total Rewards, Culture and Development, and Talent Acquisition.

Getty Images' culture favors principles over rules, with two dozen principles identified and grouped into three categories:

Getty Images has a program called VisualGPS, which is built upon expertise from research and reporting on consumer-driven insights that help their customers navigate the crowded visual landscape and have impact. VisualGPS shows what consumers care about, why they care about it, and how to tap into it. This is available on the Getty Images website – an interactive tool to help you search trend data.

Potter described three key future of work trends determined by VisualGPS:
Hybrid work at Getty Images at present has resulted in the following categories of employees:

Getty Images is committed to a culture of connectivity, meaning a basis and network to access the right person, at the right time, to share and give knowledge, build understanding, further inclusion, and solve problems to improve business outcomes and the employee experience. Getty Images is committed to a culture of connectivity independent of employees' physical working election and location. Potter shared twelve components that support this:
Links to resources shared on the call:
Upcoming i4cp virtual events

2023 i4cp Next Practices Now Conference - May 27-30, 2023, in Scottsdale, Arizona (and virtual).

i4cp’s Next Practice Award Finalists (Ten Organizations)

i4cp's Culture Fitness report - a new resources exclusively for i4cp members

Recording of the i4cp NPW event that focused on the Culture Fitness study

The Future of Work - a trends report from Getty Images

"Hey CEOs: You Aren't Qualified to Decide Who Should Return to the Office" - an article by i4cp CEO Kevin Oakes
53 min
March 23, 2023Leveraging Engagement To Drive Learning & Career Development with Paul Langlois, VP, of Enterprise Learning, Careers & Engagement, at Ecolab
On this episode, Judy Albers, Director, Research Enablement, and Tom Stone, Senior Research Analyst at i4cp, facilitated a conversation with special guest Paul Langlois, Vice President Enterprise Learning, Careers, and Engagement at Ecolab, a global leader in water, hygiene, and infection prevention solutions and services. Here are some highlights from the call:
L&D at Ecolab follows a federated model, where Paul leads the programs and platforms that span across the entire organization, with L&D teams also exist in each functional / regional area of the company.

Ecolab's employer brand promise emphasizes development: "With our worldwide reach and ambitious growth plans, you’ll have the opportunity to learn and grow, shape your career, make an impact, and quickly see the importance of your work."

The talent philosophy at Ecolab has the following four components:

L&D at Ecolab leverages the popular 70/20/10 model to help explain to business leaders and all employees the importance of experiential activities on the job, coaching, and formal training that is offered. The three key questions that this model drives are (see Paul's slide that details what is offered at Ecolab for each):

In terms of L&D technology, several years ago Ecolab migrated from over a dozen different learning platforms over to Workday Learning to be aligned with their broader use of Workday as their HRIS.

For Learning content creation, they largely use Articulate and EasyGenerator.

Career development is the #1 driver of retention and the #2 driver of engagement at Ecolab. In line with this, Ecolab last year turned on Workday Career Hub. The desired outcomes of the platform are:
Career Hub provides the following:

And rolling out now in 2023.. An Opportunity (Gigs) Marketplace. This is a new feature in Workday's Career Hub that provides employees with the opportunity to find short-term, part time "Gigs" that are projects or assignments that might interest them and help them learn, grow, and build their skills. (See Paul's slides for more information on this new Opportunity Marketplace platform.)

In 2023 Ecolab is expanding what was previously a company-wide "development week" into a "development season." There are six critical skill areas identified by the business with learning content and experiences curated to support each.
56 min
March 16, 2023Partnering Across Talent Functions for Competetive Advanges with Margeaux King, Vice President & CHRO, at The Toro Company
On this episode, Mark Englizian, Chair of i4cp's Total Rewards Leader Board, and Tom Stone, Senior Research Analyst at i4cp, facilitated a conversation with special guest Margeaux King, Vice President & CHRO, at The Toro Company. Here are some highlights from the call:
King has been with Toro for the past seven months, and before that was in various HR leadership roles at Ecolab. She shared several examples of where she led partnerships across HR functional areas to drive competitive advantage.

At Ecolab, King partnered with Total Rewards together with HR Policy and Compliance. They had some early wins working together, such as conducting a pay equity study to determine if their policies were truly creating equitable outcomes. A second area they worked together was on managing immigration, talent mobility, and their global workforce more holistically. A third area where this partnership proved effective was when COVID-19 hit and there were various policies and benefits that needed fresh attention.

One of the learnings for King from all of these endeavors was the power and value of choosing people for projects based on skillsets and interests rather than their title or functional area.

The second time at Ecolab that King brought two functional areas together was in the merging of Total Rewards and Talent. This allowed for a far more extensive consideration of the entire employee experience, e.g., aspects such as traditional benefits and compensation, along with other key elements of the employee value proposition such as onboarding, learning and development, succession, etc.

A learning for King from that combination of TR and Talent was that business leaders and non-HR employees don't really care how HR is structured to provide the best employee experience, they just care about the results of those efforts. They might get used to going to certain people for things, but changing it won't matter as long as the end results improve.

Now at Toro Company, the company has been growing so there is a need to scale up HR capability, e.g., the HRBP area. In describing that, King noted the value in fostering what she calls "healthy tensions" between people in different functional areas, or between HRBPs and those in COEs, who often have different perspectives on matters such as customizability vs. scalability, or speed of execution vs. standardization.

King shared several suggestions for situations where you want to have the benefits that can come from partnership and collaboration, but where you aren't in a position to restructure the teams to enable it more formally: Walk it through with someone who's never done the practice in question.
Assemble a SME-diverse team to tackle it
Don't decide for people, ask them
Don't have any projects be off limits
Facilitate formal rotations with the current people structure
55 min
March 09, 2023Building the Workforce of the Future - By Deconstructing the Work with Greg Till, EVP, Chief People Officer at Providence Health System
On this episode, i4cp's Chief Research Officer, Kevin Martin, and Senior Research Analyst, Tom Stone, facilitated a conversation with special guest Greg Till, EVP, Chief People Officer, at Providence Health System. Here are some highlights from the call:
Providence is a hospital/healthcare organization based in the Northwest US. It includes 52 hospitals, 950 clinics, and approximately 25K physicians, 35K nurses, and 120K caregivers.

Till first provided some context for the talent challenges that Providence and the healthcare industry more generally have been facing. Overall in the US, January 2023 saw surprising jobs report with 517,000 jobs added and a record low 3.4 unemployment rate. The healthcare industry currently has significantly higher open jobs than the rest of the economy, and the gap is greatest in most of the western US states vs. the middle of the country or the eastern states.

Providence has the goal of being the best place to work in healthcare, but pursuing this goal requires reimagining what's possible. Their main strategies include: Inspire. "We aspire to be the best place to work and practice, where caregivers are inspired to spend their careers."
Develop. "We aspire to be the best place to grow your career, where everyone reaches their full potential."
Enable. "We aspire to provide a simple, modern, digitally-enabled experience."
Transform. "We aspire to ensure everyone can work at top of practice, supporting new models and places of care."

The transform strategy involves what Till calls "The Four Ds": Deconstruct. "What parts of each role can be done differently to increase the joy of practice, add capacity, or improve the quality, cost, or experience of care?"
Digitize. "How can we use technology to ease the way for our caregivers and enable them to do MORE of what they love and are called to do?"
Deploy. "How might we improve our understanding of our communities’ needs and our team’s scheduling preferences, so we can staff more effectively?"
Diversify. "What NEW sources of talent might help us increase capacity to best care for our communities?"

When Providence deconstructed their nursing roles down to the task level, they found that 30-40% of the tasks could be done by others -- whether administrators who were previously nurses or doctors or other staff with minimal training doing tasks such as taking temperatures, check-ins on stable patients, etc. Some tasks could also be automated, such as scheduling and documentation.

Three keys to Providence's culture that allow it to look at creative talent solutions and their caregiver value proposition differently: Flexibility. Till said that flexibility is the new key to engagement.
Agility. This is the ability to move fast, and not spend a lot of time in decision-making. Till said he loves the quote "Vision without execution is merely a hallucination." Eventually, you need to act -- the sooner you do, the faster you can find out what works and what doesn't.
Collaboration. This applies just as much to HR as anywhere else, where the team regularly gathers to collaborate on workforce planning, acute talent issues, etc.
55 min

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